TZL 1568 (web)

January 13, 2025, Issue 1568 WWW.ZWEIGGROUP.COM

TRENDLINES

Varying salary increases

0% 2% 4% 6% 8% 10%

Engineering roles

Architecture roles

Salary data reveals evolving compensation trends, including regional, role-specific, and growth-driven salary differences. Compensation trends in AEC

FIRM INDEX AECOM...............................................................6 Hastings Architecture, LLC.................2 HP Engineering............................................8 Mason Blau & Associates, Inc. ..........8 Southern Steel Engineers ....................9 Stengel Hill Architecture .......................8 MORE ARTICLES n JORDAN WILSON & DAWSON FERCHO: Game-changing tax reform Page 3 n MARK ZWEIG: Growth vs. profitability Page 5 n BRANDON PINKERTON: Malk and fried chicken Page 7 n Continuous improvement: Tyler Sease Page 9 In Zweig Group’s 2025 Salary Report of AEC Firms , we observed significant salary increase differences in engineering roles and architecture roles. Individuals with engineering roles saw an across the board increase of 8.84 percent compared to their counterparts in architecture roles who experienced much lower increases across the board of only 1.05 percent. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

C ompensation is always a hot topic in the architecture, engineering, and construction industry, and for good reason – it’s one of the biggest expenses for firms and a critical factor in attracting and retaining talent. Zweig Group’s recently released 2025 Salary Report of AEC Firms and its updated compensation data platform, Zweig Insights, offer a comprehensive look at how salaries are evolving across the industry. For firm leaders and HR professionals, this data serves as an invaluable tool for benchmarking compensation strategies and staying competitive in a rapidly changing landscape. The 2025 Salary Report of AEC Firms is divided into three regional editions – North and South Atlantic, Central, and Pacific and Mountain – allowing firms to dig into the data most relevant to their location. This year’s findings reveal noteworthy trends in salary increases, regional differences, and how growth trajectories impact compensation strategies. Here are some key findings from the report: ■ Varying salary increases. On average, firms raised salaries by approximately 5.9 percent. We observed significant salary increase differences in engineering roles and architecture roles. Individuals with engineering roles saw an across the board increase of 8.84 percent compared to their counterparts in architecture roles who experienced much lower increases across the board of only 1.05 percent. The most notable differences came at the associate/ department manager level where those in engineering roles saw an increase of 8.43 percent and those in architecture roles actually saw a decrease of 3.85 percent. ■ Regional differences. Firms in all regions of the U.S. saw fairly consistent salary trends. Firms in the Eastern region of the U.S. saw the highest increase at 5.87 percent followed by firms in the Central U.S. at 5.49 percent. Firms in the West region saw the lowest rate of increase at 4.35 percent. Employees in all departments for the Central and Eastern region firms saw salary increases across the board. The same cannot be said for firms in the West region. Roles in the “other technical” job category saw the biggest regional difference. Within that category, designers in the Central and East regions saw a salary increase of more than 10 percent whereas designers in the West region did not see a salary increase last year.

Kyle Ahern

See KYLE AHERN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS CAPTION BY HYATT DOWNTOWN NASHVILLE DEBUTS IN THE GULCH The Gulch is now open in the bustling Gulch neighborhood of downtown Nashville, nestled between downtown Nashville and the West End and steps from famed Broadway Street, offering easy access to the city’s best retail shops, restaurants, bars and live entertainment. Developed through a partnership between New Orleans-based real estate firm HRI Hospitality and Nashville-based C. B. Ragland Company, the hotel features 210 rooms with 2,200 square feet of indoor and outdoor meeting space, a spacious fitness center and flexible common spaces for working, socializing and hosting small events. It also boasts Café Between, an all-day coffee and cocktail lounge

welcoming guests and locals. The hotel will be managed by HRI Lodging, LLC. Hastings Architecture, LLC served as the architectural design firm, with interior design led by Studio 11 out of Dallas. JE Dunn served as the general contractor for the project. “We’re thrilled to open the doors of Caption by Hyatt Downtown Nashville and invite guests, Nashville residents, and World of Hyatt members to experience this vibrant property,” said Brian Kent, general manager, Caption by Hyatt Downtown Nashville – The Gulch. “Whether you’re here for business or leisure, this one-of-a- kind hotel captures the essence of Music City, providing guests with unforgettable experiences rooted in local culture.”

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

KYLE AHERN, from page 1

■ A focus on growth. Observations from the 2025 compensation data highlight the differences in salary increases for fast-growing firms (firms that achieve an annual revenue growth rate of 20 percent or more) and all other firms. Fast-growth firms’ salaries increased by an average of 8.2 percent compared to 4.9 percent for stable firms (firms with unchanged revenue growth for three years) and 3.17 percent for slow growth (firms with 1 percent to 19 percent annual revenue growth rate). For firm leaders who have to deal with complaints that growing only means working more hours and working harder, they can point to the data that it actually leads to higher salary increases. Fast-growth firms invested in administrative and non-technical roles over top management roles. Administrative and non-technical roles saw an average increase of 12 percent whereas top management at these firms saw a salary decrease of 3.19 percent. The updated Zweig Insights platform and the 2025 Salary Report of AEC Firms provide the most comprehensive compensation data available for the AEC industry. Compiled from a year’s worth of data gathered from hundreds of firms across the U.S., this report is an industry standard for firm leaders and HR directors aiming to benchmark their compensation strategies and ensure they remain competitive in today’s job market. The insights from this report go beyond numbers – they offer a window into the evolving priorities and challenges within the AEC industry. As the AEC industry continues to adapt to new challenges and opportunities, having access to reliable compensation data is more critical than ever. Firms that leverage tools like Zweig Insights are better equipped to navigate the complexities of talent retention and recruitment, ensuring they remain competitive in an increasingly dynamic marketplace. To learn more or access the full report, click here . Kyle Ahern is an employee experience and data strategist at Zweig Group. Contact him at kahern@zweiggroup.com.

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THE PRINCIPALS ACADEMY Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. Join us February 12-13 in Hilton Head, South Carolina. Click here to learn more!

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

OPINION

Game-changing tax reform

The Republican reconciliation package consolidates energy, border, and tax policies, potentially reforming Section 174.

O ver the first weekend of the new year, the Republican Party finalized plans to consolidate energy, border, and tax policy issues into one comprehensive reconciliation package. This unified approach replaces the earlier strategy of splitting these issues into two separate bills and has significant implications for businesses, especially those in design and engineering.

Jordan Wilson

KEY DEVELOPMENTS. Previously, there was strong Republican support, led by new Senate Majority Leader John Thune, to pass two separate bills: 1. Energy and Border Bill. Targeted for an early win within the first 100 days. 2. TCJA 2.0 Tax Bill. Planned for later in the year to address broader tax issues. However, House Ways and Means Chairman Jason Smith opposed this two-bill approach, citing concerns about the House’s slim majority and the risk of failing to garner enough support for a second bill. Instead, the party has agreed to consolidate all measures into a single budget bill. The plan is to initiate the legislative process promptly ,

with a target to pass the bill by April. While Memorial Day may be a more realistic timeline, optimism remains high. This will be a challenging bill to pass, but there is growing confidence that progress will be made. WHY THIS MATTERS FOR DESIGN AND ENGINEERING FIRMS. The inclusion of Section 174 amortization reform in this comprehensive package is particularly noteworthy. Instead of a standalone tax bill, the 174 fix – originally expected to feature in the Wyden-Smith bill – is now part of this broader reconciliation package. SECTION 174: WHAT TO EXPECT. While many details remain uncertain, here are some early insights:

Dawson Fercho

See JORDAN WILSON & DAWSON FERCHO , page 4

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

■ R&D tax credit (Section 41). This credit remains untouched and continues to be one of the most valuable tax incentives available. Businesses involved in designing and developing new products, processes, or improving functionality, performance, and quality should take full advantage of this credit. WHAT’S NEXT? Border security is expected to play a key role in expediting the passage of this reconciliation package. The growing bipartisan urgency around this issue may serve as a catalyst for advancing the legislation. STAY UPDATED. While there are still many unknowns regarding Section 174 specifics, this unified budget bill represents a promising opportunity for meaningful tax policy reform. Businesses in design and engineering should prepare for potential changes and strategize accordingly to maximize the benefits. At CTA, we will monitor developments closely. For updates, best practices, and strategies tailored to your business, reach out to your CTA contact to schedule a conversation. Jordan Wilson is director of business development at Corporate Tax Advisors. Contact him at jordanw@corporatetaxadvisors. com . Dawson Fercho is co-founder and vice president of business development at Corporate Tax Advisors. Contact him at dawsonf@corporatetaxadvisors.com.

JORDAN WILSON & DAWSON FERCHO , from page 3

■ True fix vs. temporary relief. A permanent reversal of Section 174 amortization requirements is likely to be prioritized over a temporary “kick the can down the road” solution. “This unified budget bill represents a promising opportunity for meaningful tax policy reform. Businesses in design and engineering should prepare for potential changes and strategize accordingly to maximize the benefits.”

Retroactive application: 2022. A retroactive fix to 2022 is considered unlikely, as funds have already been spent. 2024/2025. A retroactive fix for 2024 tax year expenses is possible, though 2025 is viewed as more likely.

■

■ Treatment of amortized expenses. One potential approach would involve recognizing all amortized expenses in 2025, providing a significant expense boost before reverting to standard expensing rules going forward.

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

FROM THE FOUNDER

Growth vs. profitability

Balancing growth and profitability is essential for long-term value creation and success in AEC firm valuation strategies.

I have often complained here and elsewhere about those financial “experts” who only want to use historic EBIT as the basis for determining value in an AEC firm. I think it shows a real naivety to just look at EBIT. It makes sense in some cases. But it doesn’t make sense in all cases. Where it makes sense is when you have a flat or low growth company that consistently spits out profits. High growth companies are a completely different matter.

Mark Zweig

I was part of a discussion recently with a very successful, big-time investment banker in the course of helping two companies work together for a potential merger, and had a chance to ask him some questions about this. He had a simple answer. If the firm’s growth rate is less than 20 percent, multiples of EBIT as a basis of value make sense. Once the growth rate exceeds 20 percent, that goes out the window. I have always liked to use 30 percent as a target for combined growth rate and profitability, and have written about that in these pages in the past. Any company that can do that or better year-over-year will blow the lid off any traditional valuation multiples. The public market reflects what I am talking about. Look at how long it took Amazon to be profitable yet they had incredible value. Why? Revenue growth rate.

Plain and simple. And this is just one of hundreds or thousands of companies that were not profitable yet had stocks that were highly valued. Don’t get me wrong. I’m not saying profits aren’t important. Businesses have to make a profit at some point or there is something fundamentally wrong with them. But at the same time, growth is where the real value creation occurs and where the real opportunity lies for investors. I’m an owner and board member in a company that is not in the AEC business. I am also on their valuation subcommittee. We set the value of the stock each year that governs all stock transactions. This year, we

See MARK ZWEIG , page 6

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

BUSINESS NEWS AECOM AWARDED PROGRAM MANAGEMENT CONTRACT FOR SAN DIEGO INTERNATIONAL AIRPORT EXPANSION PROJECT AECOM, the world’s trusted infrastructure consulting firm, announced it has been selected by the San Diego County Regional Airport Authority to provide program management services supporting the Capital Improvement Plan and other projects at the San Diego International Airport. Once complete, the projects will improve critical infrastructure, access, and sustainability features to meet the needs of the airport’s current and future demand for travel. This includes management of the $3.8 billion New Terminal 1 program and the modernization of Terminal 2 East that will transform the traveling experience at SAN. “We are thrilled to help deliver the revitalized San Diego International Airport and support the Authority’s vision for the future,” said Mark Southwell, chief executive of AECOM’s global Transportation business. “Recognized by Engineering News-Record as the number one transportation design firm, we look forward to collaborating with the Authority on this transformative program.”

In its role, AECOM will provide a full range of program, project and construction management services, as well as diversified specialized services. NT1, the airport’s biggest project ever, will include a new, on-airport entrance road to provide travelers with a faster route to the airport. New bicycle lanes and a pedestrian path will connect the airport to San Diego’s surrounding communities. NT1 also secures space outside the terminals to accommodate a future direct connection to the region’s public transit network. “AECOM has worked closely with the Authority since 2005 and we look forward to building on that legacy to deliver this set of long-awaited upgrades,” said Drew Jeter, chief executive of AECOM’s Program Management global business line. “These improvements, guided by our program management expertise, will enhance passenger experience, safety, and airport design, while also boosting the regional economy through job creation and increased tourism. This program serves as a shining example of AECOM’s ongoing commitment to fostering sustainable and thriving communities.” AECOM’s past support of major capital development projects at SAN

includes the “Green Build,” the airport’s 494,000-square-foot, three-story addition to Terminal 2 West; a new Federal Inspection Services facility to accommodate growing international service; a consolidated rental car facility; and a new parking plaza for T2E/W. The Company has also contributed to numerous small to mid-sized capital projects necessary to improve terminal, airside, and landside facilities across the airport campus. AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management. On projects spanning transportation, buildings, water, new energy, and the environment, our public- and private- sector clients trust us to solve their most complex challenges. Our teams are driven by a common purpose to deliver a better world through our unrivaled technical and digital expertise, a culture of equity, diversity and inclusion, and a commitment to environmental, social and governance priorities. AECOM is a Fortune 500 firm and its Professional Services business had revenue of $14.4 billion in fiscal year 2023.

of this. Any company in our business can be profitable in the short-term. All you have to do is cut costs and stop investing in people, R&D, and marketing. You should be profitable! But at what cost? And how long will that last? And what are you giving up in terms of value creation that you could have achieved had you been more focused on growth? The truth is it takes balance. You need enough profitability that you have positive cash flow and don’t have to constantly raise more equity to stay in business. But you also need a viable growth strategy and patient investors with a long-term perspective who understand why reinvesting in growth is where the real opportunity lies. So what is your strategy in 2025? Growth? Or profitability? What is your goal for combined growth rate and profit percentage? Are you being ambitious enough? Do you and your partners understand how growth rate impacts the value of your company? Or are you letting the nickel get so big it hides the dime sitting behind it? Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG , from page 5

are going to be looking at financials that show the company lost money in 2024. A multiple of EBIT valuation would give us a value of zero. Yet the company grew by more than 30 percent in 2024 and has a forecast to grow by 50 percent in 2025, all while operating in a flat market for what they sell. At the same time, the balance sheet improved significantly from 2023 over the course of 2024 because of new equity injections and debt reductions. On top of it, lots of money was spent on research and development that will lead to new revenue sources. So the valuation has to reflect this performance. While not profitable, it’s heading in the right direction. At some point when revenue is high enough, the firm should become very profitable. Will that (high profitability) happen in the coming year? Probably not. Will the revenue increase (if it happens) get the firm in the black? It probably will. Does that set the stage for more growth and even greater profits in 2026? I think it will. So the value is there as long as the investors have a long range perspective. So much of success in the AEC business – or any privately- held company – depends on the owners having a long-range perspective. A fixation on short-term profitability is the opposite

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

OPINION

Malk and fried chicken

C an I offer you a substitute? We are out of milk. I just put oat malk in my coffee this morning. That’s not a misspelling, it’s a real thing. Actually, it’s a substitute for real milk, so not even the real thing. But I put it in my coffee this morning and I’m sitting here mourning the loss of that genuine dairy filled brew that I can never get back. Integrity in leadership is sacrosanct and you must fight the urge to dilute your brand with cheap substitutes and compromised values.

Brandon Pinkerton, PE

I am suddenly aware that we live in a world filled with options and alternatives. Some are designed to suit our individual preferences; others can meet specific needs. And then there are the knockoffs that claim to offer all the benefits of the genuine article at a reduced price or perhaps solve some trendy problem that we didn’t even know we needed to solve until it showed up on social media. I distinctly remember growing up in a world where we had two types of milk in the store: the one with the red cap and the one with the green cap. That was it, there was no oat malk, almond milk, soy milk, nut pods, etc. And now I have two gallons of the alternative in my fridge. Along your journey, you will be asked to modify and expand your leadership offerings to your organization. This expectation is reasonable at some level because within your ever-expanding sphere of influence you

will find wide varieties of needs and challenges that don’t meet the “one size fits all” criteria. But if you spread your leadership offering too thin, you risk diluting your brand and begin to let compromises creep in that take you far away from your leadership philosophy and down a path away from the vision. On the periphery I am aware of cable channels like Hallmark and Lifetime. I don’t watch them, but I have friends (both men and women) who love the programming; particularly the holiday movies that start running right after Halloween and through the New Year. According to Lifetime, their channel “is committed to offering the highest quality entertainment and information programming.” That sounds like a noble endeavor, right?

See BRANDON PINKERTON, page 8

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

TRANSACTIONS GODSPEED CAPITAL-BACKED STENGEL HILL ARCHITECTURE ACQUIRES MASON BLAU & ASSOCIATES Godspeed Capital Management LP, a lower middle market defense and government services, solutions, and technology focused private equity firm, announced the acquisition of Mason Blau & Associates, Inc. by its AEC services platform, Stengel Hill Architecture. SHA is an award-winning architecture, master planning, and interior design firm focused on serving the U.S. healthcare infrastructure market. This transaction marks the second addition to SHA’s growing platform, and strategically expands its geographic footprint and key customer relationships within Florida’s important AEC services market. Established in 1994 in Clearwater, Florida by seasoned architects Michael Mason, AIA, LEED AP and Robert Blau, AIA, MBA is a full-service architecture firm providing solutions for the healthcare and government infrastructure markets. The firm’s skilled professionals include registered architects who have designed and administered millions of square feet of aesthetic and accessible construction throughout Florida and the broader United States. MBA’s 30-year track record of exceptional client service has enabled it to build strong customer relationships

and a deep pipeline of future projects. Following the transaction, MBA’s leadership team will remain involved with the business. “Mason Blau & Associates complements the focus of SHA with its reputation for carefully addressing client concerns and managing projects with open communication, collaboration, and flexibility,” said Brad Stengel, senior principal and founding partner of SHA. “Their highly qualified and talented team is dedicated to delivering exceptional products to clients with integrity, personalized attention, and a collaborative approach that closely aligns with the values of SHA.” “We are excited to extend SHA’s footprint within the fast-growing Florida AEC services market with this highly strategic acquisition,” said Jake Sliman, principal at Godspeed Capital. “MBA brings a deeply collaborative, proven team to the SHA platform that possesses longstanding customer relationships in the Florida market and years of successful performance for numerous repeat customers and referral-based clientele. MBA’s addition to the SHA platform will meaningfully expand its capabilities and project pipeline as it continues to grow into the leading AEC services platform

for critical healthcare, government, and infrastructure customers.” “We look forward to joining the SHA platform and leveraging its resources to continue expanding our team’s capabilities and service offerings,” said Michael Mason and Robert Blau, co- founders of MBA. “It is our pleasure to work with the talented teams at SHA and Godspeed Capital to strategically grow our business and continue delivering sensible, cost-effective architecture, engineering, and design solutions for our clients.” Mason Blau & Associates is a full-service architecture firm providing solutions for the healthcare and government infrastructure markets. Based in Clearwater, MBA primarily serves clients throughout the state of Florida. Stengel Hill Architecture was founded in 1996 by Brad Stengel and Chip Hill, whose combined experience in the design of complex institutional, healthcare, and educational facilities totals more than 60 years. SHA is a full service architectural and interior design firm with offices in Kentucky, Tennessee, and California and licensed to practice architecture in 46 states and the District of Columbia.

I hope that at the end of your journey you’re not sitting at a table with a cup of oat malk and a bucket of fried chicken, when you could’ve had so much more. Today commit to pursuing your vision for leadership with a dogged pursuit of authenticity and make no compromises along the way. “If you find yourself in a place where you are trying to be all things, you will begin to produce mediocrity instead of excellence. Don’t fall into the temptation to make compromises or offer cheap substitutes to your leadership brand.” The Now Go Lead community is participating in a 90 Day leadership challenge starting this month. If you would like to see your leadership in the next 90 days, please consider joining us at nowgolead.com/90days . Brandon Pinkerton, PE is the founder and CEO of HP Engineering. Contact him at bpinkerton@hpengineeringinc.com.

BRANDON PINKERTON, from page 7

Well, back in 2018 the geniuses responsible for developing programs for Lifetime decided to produce a short film called A Recipe for Seduction starring Mario Lopez as Colonel Sanders (the founder and mascot of KFC). This travesty of “high quality entertainment” is basically A.C. Slater wearing a Fu Manchu mustache and selling fried chicken. It is bizarre to say the least and I can’t help but wonder, “How did this happen?” I can’t imagine that Colonel Sanders had it in his original vision to create B romantic comedies for channel 300 on cable, and I can’t believe that the founders of Lifetime wanted to fill airtime with an hour-long chicken commercial. The leadership path you walk along the journey to the vision should actually narrow as you move forward. If you find yourself in a place where you are trying to be all things, you will begin to produce mediocrity instead of excellence. Don’t fall into the temptation to make compromises or offer cheap substitutes to your leadership brand. Integrity in leadership is sacrosanct and you must fight the urge to dilute your brand with cheap substitutes and compromised values. Take five minutes and consider, “Am I holding true to my vision for leadership? Where have I let compromise creep in and is my integrity as risk based on my current investments?”

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

PROFILE

Continuous improvement: Tyler Sease President of Southern Steel Engineers (Lexington, SC), a firm that provides state of the art engineering and analysis for structural steel projects.

By LIISA ANDREASSEN Correspondent

G rowing and developing as a leader to better support Southern Steel Engineers’ team tops Sease’s to-do list for 2025. Having not managed people prior to starting at SSE, it’s been trial by fire, and he’s had to continuously hone leadership skills and learn from his mistakes. “I still have plenty of learning left to do,” he says. TOOLS FOR NAVIGATING GROWTH. Sease, the company’s president, is a licensed professional engineer, structural engineer, and certified welding inspector. At SSE, he now leads a team of engineers, oversees day-to-day operations, and manages projects. It’s a bit of a balancing act, but Sease is up to the job. While he says it can be difficult to manage at times, it’s become easier as the team has grown. There are now personnel in positions who are set to take on more responsibility. One year ago, there were nine staff members; now there are 12. “2024 has been a successful year for SSE, as we have seen the results of many years of hard work result in Best Firms To Work For awards and making the Inc. 5000 list,” he says. “We’re

preparing to break ground on an addition to our office so that we can continue to grow in the years ahead, and we’re excited to add more talented people to our team.” In 2024, the firm also won a Zweig Group Best Firm To Work For Award and Sease says their team is at the core of every success they achieve. “It’s our desire to ensure our team succeeds professionally and financially,” he says. “In turn, that leads to success for SSE.” He says they are all about making “continuous improvement,” and notes that of course, growth is not without challenges. “Our greatest challenge right now is maintaining our high- quality expectations and culture as we work through a growth phase,” Sease says. “We’re refining our processes and procedures as we grow to help train new hires or young engineers who may be moving into project manager roles.” They have more PMs than they used to and are putting more

See CONTINUOUS IMPROVEMENT , page 10

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

Southern Steel Engineers staff participating in the firm’s annual service day, volunteering with Habitat for Humanity.

SSE also heavily invests in professional development and takes their full engineering team to state and national conferences such as AISC’s NASCC, and pays for training courses for PE and SE exams, fees, and license renewals. Finally, working on exciting projects all over the country is a top benefit too. Being licensed in 46 states allows the company to take on a host of challenging projects. For example, they worked on the SpaceX office in Texas which had unique geometry and design challenges. Since he started with SSE, he and his team have worked on some notable projects which include serving as the EOR for The Refinery, Rex Medical MOB, and managing the delegated design on several Amazon Sortation facilities, large data centers, and Ford EV battery plants. And, he’s gained invaluable experience with steel erection and engineering field fixes by spending considerable time on project sites including the Boeing 787 Fab Plant in North Charleston, South Carolina. Moving forward, Sease is looking forward to sharpening his leadership skills and plans to lead with transparency, honesty, and empathy. “When working through difficult situations, the old adage of ‘put yourself in their shoes’ comes to mind and helps me to think about the circumstances with empathy. I want to be that leader,” he says.

CONTINUOUS IMPROVEMENT , from page 9

procedures together and creating an intranet for improved in- house communication. And when it comes to hiring and recruitment, Sease has found that HighMatch’s personalized assessments are helpful for determining personality traits that are well suited for a position at SSE. “The assessment platform has been very beneficial – everyone has scored in a certain range for ‘structure,’” he says. “Our culture is one that people who require a great amount of flexibility might not be a good fit.” BENEFITS PEOPLE CAN GET BEHIND. Sease is proud of the company’s strong benefits package which includes 100 percent paid insurance (medical, dental, vision, STD/LTD, life); a 401(k) with 5 percent matching; and HSA accounts. And he believes what really sets them apart is their quarterly profit and performance bonus program. “This has been valuable to our team, and we routinely pay out bonuses well above industry averages,” he says. “We now have a track record of over seven years paying bonuses every quarter.” Bonuses get good buy-in. They take a percentage of profits: 15 percent salaried; 15 percent tenure; and 70 percent discretionary.

HEADQUARTERS: Lexington, SC

OFFICE LOCATIONS: 1

SERVICES: Steel connection design, steel stair design, building design, steel erection engineering, steel shop drawing review, miscellaneous steel design, field fix engineering, structural steel detailing

NUMBER OF EMPLOYEES: 12

MARKETS: Licensed in 46 states, non-residential building structures

YEAR FOUNDED: 2017

THE ZWEIG LETTER JANUARY 13, 2025, ISSUE 1568

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